2 Aligning Lifelong Learning and Continuous Improvement with the Business Direction at SSM Health Care Dawn Runge, Ph.D.Corporate Vice President – Organizational EffectivenessRuss Scalpone, Ph.D.Corporate Director – Organizational EffectivenessOctober 2012Good morning! As many of you know I am Dawn Runge, corporate VP of organizational effectiveness. I would like to give you an informational update today on key projects related to leadership development and performance development.
3 SSM Health Care Mission Through our exceptionalhealth care services,we reveal the healing presence of God.At SSM Health Care everything we do begins with the Mission of the organization – Through our exceptional health care services, we reveal the healing presence of God. Our mission provides the overarching frame by which we measure our effectiveness in day to day activities.Our Core ValuesCompassion: We reach out with openness, kindness and concern.Respect: We honor the wonder of the human spirit.Excellence: We expect the best of ourselves and one another.Stewardship: We use our resources responsibly.Community: We cultivate relationships that inspire us to serve.
4 Mission Defined: Characteristics of Exceptional Health Care Services Exceptional Patient CareClinical: Clinical Composite IndicatorsPatient Satisfaction: Likelihood to RecommendSafety: Patient Serious Event RateExceptional CommitmentEmployee EngagementPhysician Overall SatisfactionExceptional Financial Performance/ GrowthFinancial: Operating MarginGrowth: Net Patient Revenue
5 SSM Health Care SystemBased in St. Louis, Mo., with facilities located in four Midwest states including Missouri, Illinois, Wisconsin, OklahomaProvides services in inpatient, outpatient, outpatient surgery and emergency department hospital settings, two nursing homes, and home careTraces its roots back to 1872, when Mother Mary Odilia Berger and four sisters migrated to the United States from GermanyThe congregation, now known as the Franciscan Sisters of Mary, sponsors SSM Health Care25,600 employees, 7,300 employed and affiliated physicians, 6,750 nurses and nearly 2,400 volunteers all working together to provide exceptional health care services5
6 More About SSM Health Care First health-care recipient of the Malcolm Baldrige AwardFirst large health system to go tobacco-free inside and outSSM is implementing an electronic health record in all its hospitalsTop 6 percent of hospitals to implement electronic health recordsCore Competencies:We know how to improveWe use values to guide decision-makingWe take advantage of being a system6
7 How are we going to improve? Mission & Strategic Direction Leadership ConceptWHYHow are we going to improve?Mission & Strategic DirectionHOWWHATFor us effective leaders connect the dots – they know how to engage employees by clearly defining the why we do what we do – for us it’s the mission link – and they are very clear about the what we need to do (for us it’s achieving exceptional health care through the characteristics) – but the How we make improvements is left to the creativity and ideas of the employees and other members involved in thee work system. Engaging people in the dialogue.
8 SSM Health Care Corporate Organizational Effectiveness Corporate Vice President –Organizational EffectivenessAdministrativeEducation AssistantReports to Senior Vice President – Human ResourcesCorporateDirector – CQICorporateDirector – OE/CQICorporateManager – OECurriculum Development and InstructionManage SMEs & FacultySupport CQI Effectiveness MeasuresManage Corporate Office CQI ProjectsMBNQA Category SixCo-Manage and Support CQI WorkgroupCQI WebsiteQuality CompanionDatabaseCQI Knowledge SharingCurriculum Development and InstructionEducation StrategyEvaluation and AssessmentDesign CQI Effectiveness MeasuresSystem CQI ProjectsMBNQA Category FiveCo-Manage CQI WorkgroupKnowledge SharingCurriculum Development and InstructionManage SMEs & FacultyPhysician Leadership DevelopmentCME Process for SystemMember of Physician Leadership CouncilManage Leadership Pathways & OD Roundtable TeamCorp. SystemsSpecialist – OECorp. EducationConsultant – OECorp. EducationSpecialist – OECorporate VP responsibilities:Creates and Implements Education StrategyCurriculum Development and Instruction for allLeadership CompetenciesPerformance Development for SystemLeadership Development at all LevelsSuccession Planning ProgramsCoordinates SSM University Policy BoardDepartment Strategy & Operational FunctionsPolicy Formation and DisseminationCQIPlus – Education, Projects & Support for SystemCreate Courses in LMSCreate & Maintain CatalogSystem Admin – PerformanceDevelopmentTrack Training MetricsLive Meeting AdministratorMember of LMS TeamMember of PerformanceDevelopment TeamsCurriculum Development and InstructionManage SMEs & FacultyAdminister School at WorkManage Emerging LeadersMember of Performance Development Teams and Educator’s RoundtableCurriculum Development Create Online CoursesIntegrate Online Courses with LMS FunctionMaintain all Online ProgramsMember of LMS TeamWeb 2.0 TeamworkQuality Companion Database
9 Purpose of the Learning Function Help SSMHC achieve its mission of exceptional healthcare services by developing leadership and serving as aresource for leaders throughout the System.“At SSM Health Care, we have a saying that was coined by our former President/CEO Sister Mary Jean Ryan: ‘No matter what your title, no matter what your job…you are an SSM Health Care leader.’ For us, leadership is the process of achieving the goals of the organization in a way that reflects our history, heritage, mission and values. Education and training is an integral part of SSM’s culture, and we continue to invest our resources into developing and retaining our employees because we want to further their intellectual, spiritual and emotional well-being at work and home.”Bill Thompson, President/CEOMarch 2012What do we do? Well, we are responsible for leadership development at all levels of the organization. SSM University was created out of MBNQA feedback about four years ago and serve the entities as an educational resource. Our programs are designed to enhance job related and interpersonal skills, offering a wide range of programs, including leadership education for executives and new supervisors, education & development programs for all employees, continuing education for the director/manager, succession planning programs, and ongoing development for everyone.
10 Baldrige Performance Excellence Model Organizational Profile:Environment, Relationships, and Challenges2: StrategicPlanning5: WorkforceFocus1: Leadership7: Results3: CustomerFocus6: ProcessManagementThis section, as we know, is essential for our success. “Quality is achieved through people.”4: Measurement, Analysis, and Knowledge Management
12 Areas of Organizational Effectiveness (OE) Leadership DevelopmentPerformance Development ProcessSuccession Planning ProgramsProcess Improvement MethodologyOtherOrganizational Effectiveness includes the following:Leadership DevelopmentDelivered through SSM UniversityCourses link to Mission, Values, Exceptionals, Competency Model and MBNQAPerformance Development ProcessContent of Goals, 360 Degree feedback and Performance AppraisalsSuccess Factors & Share Point Application system administrationSuccession Planning ProgramsSchool at WorkEmerging LeadersLeadership PathwaysAdvancement in Careers & Education (ACEs)Executive IntegrationProcess Improvement MethodologyCQIplus training & certificationOtherTraining Effectiveness MeasuresLMS Support12
13 Areas of Organizational Effectiveness (OE) Leadership DevelopmentPerformance Development ProcessSuccession Planning ProgramsProcess Improvement MethodologyOtherSSM OE – Leadership DevelopmentThe strategic purpose for leadership development creating and implementing learning experiences that inspire and enable leadership practices and generate meaningful change.SSM University is the vehicle with which courses are delivered, and remains to help SSMHC achieve its mission of exceptional health care services by helping to develop leadership throughout the organization.Learning programs are linked to System strategic initiatives and the Leadership Competency Model.13
14 Core Curriculum at SSM University Built on our Leadership Competency Model and past accomplishmentsDesigned for leaders who drive 85% of organizational changeUses internal resources in design and as facultyLinks courses to our Mission, Values, the “Exceptionals,” Competency Model, and MBNQAUpdated continuously via a range of needs analysis inputsAll core curriculum or courses offered through SSM University is built on our competency model and past accomplishments.Data supported that the middle management level generates much organizational change, therefore we created these leadership development modules to be our core curriculum for managers and directors (which is updated every other year).We realized the untapped expertise in our System and began utilizing senior leaders not only as subject matter experts, but also as faculty. Because of relying on executives such as yourselves, we now have a core curriculum that ties to our mission, values and exceptionals. Be aware—we are always looking for new faculty!
15 Needs Diagnosis Process SSM University Policy BoardProfessional OrganizationsUniversitiesFontbonne UniversityACHEHealth Care Advisory BoardPress GaneyHealthstreamASQOrganization Capabilities To Implement SSM StrategiesSSM Health CareLeadership Competency ModelSpecial Needs Surveys & Executive Fact-FindingSSM Educator & OD Roundtables; CQI WorkgroupSSM Satisfaction Results & DriversLMS Performance Development ResultsSSM Functional GroupsOrganizational Development & Curriculum Plan101 Leader Series201 Leader SeriesLeader Development ProgramsPhysician LeadershipOtherNursingPhysiciansHuman ResourcesIHTCQIOther
16 SSM Training Effectiveness Level 1: ReactionsLevel 2: LearningLevel 3: BehaviorLevel 4: ResultsFeedback surveys for all coursesOverall SatisfactionRelevancy/applicability to jobAccomplishment of learning objectivesSemi-annual survey of titled leadersCQI needs assessmentsSpecial needs assessmentsTesting (certain courses)Performance demonstration (some courses)Learning applications (most courses)Performance demonstrations (some courses)Documenting, tracking and sharing of learning applicationsAll CQI coursesAll leader development programsConduct surveys to assess behavioral change associated with learning objectivesDocument and track learning goals within the Performance Development ProcessAssess changes in organizational performance metrics (e.g. financial, operational, patient, and employee measures, etc.)Special studies on Employee and Physician metricsDocument improvements in organizational metrics linked to training applicationAll CQI course applicationsAll leader development programsKey Points:Semi-annual survey of titled leaders at SSMAssesses perceptions of needs and satisfaction with training & developmental offeringsRandom sample of approximately 300 leadersThe July sample elicited a 42% response rate (n=126), representative of titled leaders at SSMHave begun semi-annual assessments for other functional groups as well, related to CQISome key conclusions this year:Satisfaction with SSM University’s range of developmental offerings is good, but could be expanded to better satisfy approximately one sixth of respondents.“Getting work done through other people” and “achieving quality through employee participation, involvement, and engagement” remain key areas of interest and opportunity for new learning offeringsBeing sufficiently trained in CQI to apply it in one’s work and having a CQI goal in one’s Passport are related, yet more than one third (38%) of respondents did not feel sufficiently trained in CQI.Blended learning (a blend of face-to-face meeting and online learning) is the most popular learning format for pursuing another degree.The most popular option for choosing to pursue an additional college degree is a Masters or Doctorate in Business Administration.
17 Mission & Values Based Leadership Champion for Clinical Quality, Patient Safety, Physician Professionalism, and Support of Code of ConductLeads and Manages Change and Ability to Influence OthersCommitted to Achieving ResultsModels AEPC Service StandardsDemonstrates Integrity & CourageDevelops Self through Personal Growth/LearningMaintains Optimistic (Can Do) AttitudeDemonstrates Knowledge of SSM History, Traditions and Catholic Social TeachingsDemonstrates Flexibility with Industry ChangesHolds Self and Others AccountableEngaging an Exceptional WorkforceExceptional Process ImprovementExceptional PlanningExceptional Financial StewardshipGives and Receives FeedbackCommunicates EffectivelyCoaches & Mentors OthersPromotes Teamwork & Achieves Results through OthersAddresses & Resolves ConflictDevelops Others & Builds TrustHolds Self & Others Accountable for Physician and Employee SatisfactionComprehends & Utilizes CQI PlusMakes Decisions Based on DataAchieves Results through Process Analysis & ModificationHolds Self & OthersAccountable For Exceptional Clinical Outcomes, Safety and Patient SatisfactionParticipates with Clinical and Admin Leadership in Setting Direction & GoalsDemonstrates Critical Thinking SkillsSets Priorities & Allocates ResourcesDevelops / Organizes / Implements Strategic PlansHolds Self & Others Accountable for Achieving Strategic InitiativesUnderstands Health Care Finance Principles Appropriate to RoleComprehends & Utilizes Budgets & Financial ReportsAssumes Risk & Responsibility for Financial DecisionsHolds Self & Others Accountable for Financial Results
18 Growth of Leadership Development at SSM Goal is to develop leaders at ALL levels, regardless of titleTuition reimbursement is available for ALL employees after 6 months of employment18
19 Leadership Development SSM UniversityGoal is 1,600 courses in 2012 with 95% satisfaction rate with current series (3rd gen) with ILT, on-line and mobile learning optionsContinuing 2012 School at Work program in all regions – Collaboration with STLCC for courses beyond graduation (pilot in STL)Informal learning programs very successful with increase in hours“Inside Leadership Council” = 4 hrs“Read to Lead” = 36 hrs“Leaders for Lunch” = 24 hrs“Lifelong Learning” policy increase to 80 hrs in 2013 with more opportunities for hoursPhysician Leadership Development Program has four levels:New Physician Orientation – Pilot Underway at St. ClareNew Physician Leader – Curriculum done July 2012Ongoing Physician Development – September 2012Advanced Physician Development – Planning in Progress19
20 Areas of Organizational Effectiveness (OE) School at Work (SAW) – Nine-month program for entry level employees to attend courses during work hours to develop leadership & technical skills – Upon graduation, they move to degree-seeking statusSTLCC & SSM – Created program (pilot) to prepare SAW graduates for college entrance exams through enrollmentEmerging Leaders – 10-month leadership development program tailored to the needs of staff and front line leaders to grow into future managers – 95% satisfaction rate with 90% promotion rate upon completionLeadership Pathways – Rigorous, two year development program designed for the top 25 directors to become future executives – 98% satisfaction rate with 92% promotion rate upon completionExecutive Integration – Created for new executives to ensure a consistent understanding of our history, mission, values and philosophy of SSM Health Care; and are clear on executive expectations, key operational processes and performance metrics20
21 Areas of Organizational Effectiveness (OE) Leadership DevelopmentPerformance Development ProcessSuccession Planning ProgramsProcess Improvement MethodologyOtherSSM OE – Leadership DevelopmentThe strategic purpose for leadership development creating and implementing learning experiences that inspire and enable leadership practices and generate meaningful change.SSM University is the vehicle with which courses are delivered, and remains to help SSMHC achieve its mission of exceptional health care services by helping to develop leadership throughout the organization.Learning programs are linked to System strategic initiatives and the Leadership Competency Model.21
22 What is the Performance Development Process? 360 DEGREE FEEDBACKGOAL SETTINGDepartmental to Support MissionIndividual to Develop LeaderANNUAL PERFORMANCEREVIEWDAWN PRESENTSWhat is the Performance Development Process? Well, it is the automation of goals, 360 Degree Feedback and annual evaluations in Success Factors, the system which houses the process components. Success Factors calls each component a module, and we purchased three main modules. Those modules are:Goal setting – This module is where leaders put in departmental and individual goals.360 degree feedback process - This is where peers and employees provide feedback based on the leadership competencies. Annual performance review – This is the annual performance reviews which include essential job duties, goals, AEPC service standards and 360 degree results.Put together, these modules make up the automated performance development process. We will look at each of these modules in greater detail in order to better understand the connectivity and to review significant enhancements in each component, including a demonstration of all enhancements in the System.
23 Translating Mission into Strategy and Action 23
24 Alignment of Performance Development Process with Strategic/Operational Plans Mission StatementNetwork GoalsStrategic/Operational PlansEntity GoalsDepartment Plans,Posters & GraphsDepartment GoalsDAWN PRESENTSThis is a visual depiction that shows how everything is aligned, coordinated and integrated with the mission. Cascading from the mission, to the strategic and operational plans at the regional and entity basis, to the department level goals, to the individual goals to support these plans. From there, you can see the link from goal achievement to the performance development process. The performance development process includes input of department & individual goals, the 360 process and annual evaluations. One of the biggest enhancements to SF is the ability to print monthly poster graphs out of the system!Let’s take a moment to discuss the poster and passport process and how it links to Success Factors, the system that we utilize for the Performance Development Process. Managers & directors, which are Success Factors users, will be focused on the global perspective of the goal or outcome measures, while the department employees (who would not be typical SF users) would be focused on the department poster which lists the process measures to get to the outcome. For instance, let's use weight watchers as an example. The participants get weighed monthly, but the 'in process' measures daily include caloric intake and minutes exercised. The program manager is looking at total pounds lost. HENCE, AS A DEPARTMENT LEADER YOUR INDIVIDUAL GOALS SHOULD BE THAT OF YOUR DEPARTMENT AND WHAT GOES ON YOUR POSTER.PerformanceDevelopmentProcess (Goals, 360And Evaluations)Passports24
25 Connecting Our WorkWhat “we” will do as a department to improve performanceWhat “I” will do to support the department’s improvement goals
26 Areas of Organizational Effectiveness (OE) Leadership DevelopmentPerformance Development ProcessSuccession Planning ProgramsProcess Improvement MethodologyOtherSSM OE – Leadership DevelopmentThe strategic purpose for leadership development creating and implementing learning experiences that inspire and enable leadership practices and generate meaningful change.SSM University is the vehicle with which courses are delivered, and remains to help SSMHC achieve its mission of exceptional health care services by helping to develop leadership throughout the organization.Learning programs are linked to System strategic initiatives and the Leadership Competency Model.26
27 Succession Planning Programs Emerging LeadersIn third year, with approximately 150 participants each cycleApproximately two additional training programs per year for alumniLeadership PathwaysIn fourth year, with approximately 25 participants at one timeAlumni enter the ACEs ProgramAdvancement of Careers & Education (ACEs)Began March 2011 – Will continue to grow due to incoming LP graduatesProgram changes include two courses per yearSuccess is dependent upon the individualExecutive IntegrationProgram for new executives to better understand expectations of their role, SSM history, governance, key operational & strategic processes, etc.
28 Purpose of Emerging Leaders & Leadership Pathways Improve overall quality of high potential leadersProvide overview of talent in the organizationRepository of information regarding employee ability and performance coupled with career interestsProvide recruiting information when key positions are openIdentifies key developmental areasProvides opportunity for long term development of high potential individuals:TrainingCoachingDevelopmental assignmentsNetworking and visibility
29 Areas of Organizational Effectiveness (OE) Leadership DevelopmentPerformance Development ProcessSuccession Planning ProgramsProcess Improvement MethodologyOtherSSM OE – Leadership DevelopmentThe strategic purpose for leadership development creating and implementing learning experiences that inspire and enable leadership practices and generate meaningful change.SSM University is the vehicle with which courses are delivered, and remains to help SSMHC achieve its mission of exceptional health care services by helping to develop leadership throughout the organization.Learning programs are linked to System strategic initiatives and the Leadership Competency Model.29
30 Areas of Organizational Effectiveness (OE) Continuous Process Improvement (CQIplus)SSM utilizes the CQIplus model for designing, innovating and improving work processes to meet key customer/patient requirements and achieve better performance, reduce variability, and improve outcomes.This model is based on SSM’s five quality principles:Patients and other customers are our first priorityQuality is achieved through peopleAll work is part of a processDecisions should be based on factsQuality requires continuous improvement30
31 We Use CQIplus to Improve The Science of Becoming Exceptional
32 Applied CQIplus Education Titled LeadersTeams and DepartmentsExecutivesIndividual ContributorsPhysiciansCQIplus Overview & SimulationApplying Lean Principles for Process ImprovementProcess Management (Module 5) Operational Team Leader Training (OTL)Project Team Leader Training (PTL)Advanced Project Team Leader Training (APTL)CQIplus for ExecutivesCQIplus for PhysiciansAdditional CQI Related Training – All StaffCreativity & InnovationLeading and Managing ChangeKey Process MetricsMeasuring Health Care Quality Through Statistical Process Control
33 Workforce-Level Integration Improvement Goals included in PassportParticipates in CQI TeamsTraining in CQIplus Tools & Methods
34 Entity/Region Level Integration All AC members Champion CQI ProjectsPTL Projects in Every DepartmentCQI Projects Support Strategic & Operational PlansCQI Metrics Monitored by ACCQI Director Input into Strategic & Operational PlansEntity Teams Participate in Regional & System Level Sharing Events
36 Science in a Toolbox Team Facilitation Tools Lean Tools Six-Sigma ToolsChange Management ToolsCQIplus is a set of tools, techniques and training to improve processes. Depending on the problem or opportunity identified, teams use the appropriate mix of tools to achieve the project objectives. This “Mix” is the Methodology.
37 Why Focus on Variation?Our patients and other customers don’t feel the average they feel the variation !SPR AverageEAD
39 Performance Management: Linkage of PIR to Other Performance Reports
40 Performance Management: How Our Data Links With Our Planning Process
41 More Than Just Data… Why do we collect the information we do? AnalysisCommunicationApplicationDataInformationKnowledgeWisdomWhy do we collect the information we do?What do we do with it?How do we use it to set goals?How do we share it?How do we ensure that it is accurate and timely?But it’s more than just data
42 Areas of Organizational Effectiveness (OE) Leadership DevelopmentPerformance Development ProcessSuccession Planning ProgramsProcess Improvement MethodologyOtherSSM OE – Leadership DevelopmentThe strategic purpose for leadership development creating and implementing learning experiences that inspire and enable leadership practices and generate meaningful change.SSM University is the vehicle with which courses are delivered, and remains to help SSMHC achieve its mission of exceptional health care services by helping to develop leadership throughout the organization.Learning programs are linked to System strategic initiatives and the Leadership Competency Model.42
43 Other ICD-10 training under way Created ‘LMS Road Show’ to educate new and current users on system functionalityInstallation of Badge Card Readers for easy course registration & influenza vaccination processingWorking with IHT on single sign-on for all physicians into LMSTraining effectiveness measures noted as strength on MQA & MBNQA Feedback ReportsContinue to refine the way in which we measure & deliver training so as to assess the business effects of the training43
44 Questions?That’s it! Does anyone have any questions?